scholarly journals BUSINESS PROCESS MANAGEMENT MATURITY MODELS AND ASSESSMENT OF PROCESS MANAGEMENT MATURITY LEVEL OF AN ORGANIZATION

2016 ◽  
Vol 18 (1) ◽  
pp. 101-110 ◽  
Author(s):  
Onur ÖZVERİ ◽  
Muhammed KABAK
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Level ◽  
Maturity Models

scholarly journals Nivel de madurez de los procesos de la gestión de servicios en base a BPM - Maturity level in Management Services Processes’ based on BPM

2011 ◽  
pp. 143-154
Author(s):  
Joseph Cruz ◽  
Daniel Lévano
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Level ◽  
Technology Infrastructure ◽  
Information Technology Infrastructure ◽  
Sobre Todo ◽  
Buenas Prácticas ◽  
Management Services

Las empresas, a nivel global, tienden a una mayor dependencia de las Tecnologías de la Información (TI), no solo para el mantenimiento operativo de las instancias de la organización, sino también para el aumento de valor a la empresa por medio de la explotación de datos y sobre todo bajo el análisis y optimización de sus procesos. La metodología Business Process Management (BPM), al combinarlas con las buenas prácticas propuestas por Information Technology  Infrastructure Library (ITIL), permite la posibilidad de aumentar el valor de la entidad por medio de la mejora y adaptación de los procesos desde una perspectiva más ágil, automatizada y robusta con la capacidad de adaptación al cambio, permitiendo a las organizaciones orientar sus procesos al cliente.

scholarly journals Business process management maturity model: Serbian enterprises' maturity level

2012 ◽  
Vol 60 (3-4) ◽  
pp. 190-198
Author(s):  
Marija Andjelkovic-Pesic ◽  
Vesna Jankovic-Milic ◽  
Aleksandra Andjelkovic
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Model ◽  
Maturity Level

scholarly journals ASSESSMENT OF PROCESS MANAGEMENT MATURITY IN DEVELOPING COUNTRIES BASED ON SAW METHOD

2014 ◽  
Vol 15 (4) ◽  
pp. 599-614 ◽  
Author(s):  
Marija Radosavljevic
Keyword(s):  
Developing Countries ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Developed Countries ◽  
Management Approach ◽  
Maturity Model ◽  
Maturity Level ◽  
Research Results ◽  
Holistic Management

Business process management is a comprehensive, holistic management approach, aligned with the context that proceeds from globalized economy. The extent to which this approach is present in an organization represents its process management maturity. Process management maturity has drawn attention of authors and, consequently, a lot of maturity models have appeared. These models incorporate elements, which determine the level of organizations’ maturity. Earlier research results indicate that those elements are mutually related and responsible for organizations’ performances. Since those results mostly refer to developed countries, the question is whether conclusions that proceed from them are valid for developing countries too. In order to answer this question, research has been conducted in Serbia. The aim of the research is to discover which maturity model elements represent the weak points of business process management in Serbian organizations, but also to evaluate the dependence of organizations’ performances on process management maturity level. The analysis is based on statistics tools and Simple Additive Weight (SAW) method. Research results indicate that the maturity level of the Serbian economy is not enviable. In addition, results suggest that business performances might be connected to process management maturity, in the sense that higher maturity level means higher performances.

Maturity models in business process management

2012 ◽  
Vol 18 (2) ◽  
pp. 328-346 ◽  
Author(s):  
Maximilian Röglinger ◽  
Jens Pöppelbuß ◽  
Jörg Becker
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Models

scholarly journals Nivel de madurez de los procesos de la gestión de servicios en base a BPM - Maturity level in Management Services Processes’ based on BPM

2013 ◽  
Author(s):  
Joseph Cruz ◽  
Daniel Lévano
Keyword(s):  
Information Technology ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Maturity Level ◽  
Technology Infrastructure ◽  
Information Technology Infrastructure ◽  
Sobre Todo ◽  
Buenas Prácticas ◽  
Management Services

Las empresas, a nivel global, tienden a una mayor dependencia de las Tecnologías de la Información (TI), no solo para el mantenimiento operativo de las instancias de la organización, sino también para el aumento de valor a la empresa por medio de la explotación de datos y sobre todo bajo el análisis y optimización de sus procesos. La metodología Business Process Management (BPM), al combinarlas con las buenas prácticas propuestas por Information Technology  Infrastructure Library (ITIL), permite la posibilidad de aumentar el valor de la entidad por medio de la mejora y adaptación de los procesos desde una perspectiva más ágil, automatizada y robusta con la capacidad de adaptación al cambio, permitiendo a las organizaciones orientar sus procesos al cliente.

The adaptation of business process management maturity models to the context of the knowledge economy

2019 ◽  
Vol 26 (1) ◽  
pp. 212-238 ◽  
Author(s):  
Marek Szelagowski ◽  
Justyna Berniak-Woźny
Keyword(s):  
Business Process ◽  
Knowledge Economy ◽  
Business Process Management ◽  
Process Management ◽  
Secondary Data ◽  
Theory And Practice ◽  
Dynamic Processes ◽  
Maturity Model ◽  
Maturity Models ◽  
Content Type

Purpose The purpose of this paper is to investigate whether the current business process management (BPM) maturity models meet the requirements of evaluating organizations in the knowledge economy (KE) which manage processes in a dynamic way. Design/methodology/approach In this study, a content analysis of the OMG (2008) Business Process Maturity Model and ten research papers on the practical application of business process management maturity models was conducted. The nature of the study is descriptive and based solely on information from secondary data sources. Findings The research results reveal that the current BPM maturity models do not correspond with the knowledge-based organizations and take into account knowledge-intensive (usually dynamic) processes in a very limited way. That is why the adaptation of the current BPM maturity models to the KE is needed. Originality/value This paper contributes to the BPM theory and practice in two ways. First, it provides an enhanced insight into the requirements of the KE toward BPM and BPM maturity models by distinguishing between static and dynamic processes. Second, it formulates the recommendations on possible ways of adapting the current BPM maturity models to the requirements of the KE.

scholarly journals ASSESSMENT OF BUSINESS PROCESS MANAGEMENT FOR MSMEs IN EAST JAVA

2019 ◽  
Vol 15 (1) ◽  
pp. 1-9
Author(s):  
Umi Chotijah
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Small And Medium Enterprises ◽  
Relevant Literature ◽  
Maturity Level ◽  
Knowledge Resources ◽  
Medium Enterprises ◽  
Main Factor

The role of micro, small and medium enterprises (MSME) for the economy of many countries, especially Indonesia are very important. The garment industry is one of the developing industries in Indonesia. Enterprises need to understanding, documenting, modelling, analyzing, simulating, implementing to  increasing the value and achieving business operational efficiency and survive business competition. Therefore, it is necessary to know  assess the maturity level of business process management in MSMEs. The purpose of this study is to assess the maturity level of business process management  from MSMEs. First, the relevant literature is reviewed to gain insight into the practice of business process management  in general, the context of MSME in Indonesia and previous studies related to business process management  in the context of MSMEs. This research was conducted in East Java and data collection was done by distributing questionnaires to MSME owners. This study shows that a lack of knowledge resources about BPM is the main factor causes the MSMEs have low business process maturity level.

Rola modelu CMMI w organizacjach procesocentrycznych

2013 ◽  
pp. 25-30
Author(s):  
Arkadiusz Jurczuk
Keyword(s):  
Business Process ◽  
Business Process Management ◽  
Process Management

W artykule przedstawiono istotę i zasady oceny dojrzałości procesowej przedsiębiorstw oraz rolę modeli dojrzałości w podnoszeniu efektywności organizacji w kontekście paradygmatu Business Process Management. Zasadniczym celem poznawczym artykułu jest określenie zasad oceny dojrzałości według modelu CMMI oraz prezentacja nakładów i efektów wynikających z wdrożenia tego modelu. Wskazano także czynniki determinujące sukces wdrożenia modeli dojrzałości w praktyce biznesowej. (abstrakt oryginalny)

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